My journey at Hydrogen: stories and insights from our new joiners
Thomas Hartwell • 5 October 2021
As we're celebrating 20 years of Hydrogen's Legal Practice, we wanted to interview some of our new joiners and find out what inspired them to join Hydrogen, how is it different from where they worked before, and what is the best thing about working at Hydrogen. Let's hear what they had to say...
You can watch the full interview here:
Get in touch with us if you would like to discuss more business or job opportunities in the Legal sector or if you would be interested to join our Legal recruitment team.
Our latest insights
Lateral hiring is at record levels. Business cases are more rigorous than they have ever been, and the investment in finding and landing senior talent has never been higher. And yet integration outcomes remain stubbornly inconsistent. The hire is getting more sophisticated but what happens next often is not.
For a long time, the war for talent was a skills race. Which candidate had done the launch, led the transformation, shipped the product. The logic was simple: find the person who has already done the thing you need done. That logic no longer holds.
Ask most HR leaders to describe strategic workforce planning and you'll get a familiar answer: forecasting headcount, modelling future demand, identifying gaps.
Pushback from leadership is often framed as resistance to HR. In practice, it usually points to something else. It signals that HR is not yet shaping decisions at the level it could be.